About report

For the second time now, the ING Bank Śląski S.A. Group has compiled the annual report in line with the best global practices of integrated reporting. To help readers use the interactive tools, we prepared a user guide with key features. We encourage you to watch a short animated video before reading the report.

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The development of technology and its presence in any sphere of our lives contribute to the today’s world changing at a remarkable pace. Small, innovative businesses and technological giants redefine the way of contacting clients and mark out the directions for the entire market. The same pertains to the banking industry – until recently considered very traditional and conservative; today, it is seen as very modern and technology-based. Our clients compare us not only with other banks, but, first and foremost, with mobile applications they use every now and then to, for instance, listen to music, move around or use the social networking portals, etc.  That is why their expectations as to the quality and manner of service are completely different. We want to transform ourselves to respond to clients’ needs faster, engage them as frequently as possible in the solution development process and verify every step of the way whether or not our solutions hold good in reality.

After several years of experiences with implementing the Scrum methodology in the IT area and a few major undertakings (such as development of new online and mobile banking systems for retail and corporate clients), we decided on another step. We launched the Agile way of working on a broad scale. The persons that formerly used to work in separate units were joined into interdisciplinary teams. Now, colleagues from business, IT, operations and other units sit together side by side in one team. All this is to enable the team to carry out its tasks end-to-end. Such a solution is conducive to innovative product creation as well as helps to respond to client needs faster. Our aim is to set up self-organising teams that will achieve the best results possible. We modified the area responsible for building products for retail and corporate clients (in January and June 2017, respectively) and in many other areas where that way of working adds value.

ING Accelerator

ING Accelerator is one of the key projects that supports implementation of the PACE methodology.

We use the programme to develop innovative ideas, create products and services that are popular with clients.

In practice, the Accelerator is about small, self-organising teams established for a definite period of time. They are composed of employees from various Bank divisions, delegated to work solely on a given project. In that period, they concentrate only on the project they were assigned to. Afterwards, they return to their teams and duties. The modus operandi resembles a classical start-up. The difference is that a group of external experts and PACE coaches support our teams on a permanent basis. Each of the teams works on a different solution, but the goal is similar – to create a product that will suit client needs and solve their problems. To verify their assumptions and identify at the testing stage what is working and what calls for improvement – the teams talk to clients at each work phase.

Good practice

Innovation Bootcamp

We also use global ING projects at the Bank. Innovation Bootcamp may serve as an example here. It is an annual global programme to create new ideas.

  • Employees can submit ideas that respond to challenges faced by ING, and make them happen later on.
  • The project lasts from 6 to 7 months.
  • At the end of a given stage, the best ideas are chosen and they make it to the next stage.
  • In the finals, the best competitors fight for acquiring the financing for their project and for the option of its implementation within one of ING Accelerators.

Employee Development


We help to discover and channel our employees’ potential. We care about upgrading employees’ competence and we empower them to make informed choices of a career path.

Year-End Evaluation

Year-end evaluation is the basic tool supporting employee development. It is a special type of a meeting of the employee and the superior. During such meetings, we create development plans for the coming year, set new priorities and assess employee task performance. We also talk about aspirations and stretch ambitions. Two-way feedback holds the key here – the employee and superior need to be at the receiving end.

Internal regulations also reflected the new approach to performance appraisal within the entire ING Group. The approach intuitively connects the job performance evaluation with an intensified role of the so-called soft or non-financial categories. It also impacts our strong corporate culture.


Percentage of employees who took part in the year-end evaluations:


Step Up – new year-end evaluation model

This approach promotes dialogue and employee motivation. The approach increases the intuitiveness of the year-end evaluation system, combines it with the values and individual performance of the employee.

We want each employee to get everything they need to perform their job tasks. We ensure various packages of development and training activities – both internally and using the third-party training courses, workshops and conferences. Moreover, projects based on knowledge sharing and teaming up with another person are also implemented, including: coaching, mentoring and one-on-one consultations.

The new performance assessment model implemented in 2017 – Step Up – combines the values, supports engagement and ensures partnership. We want our employees to discover their potential, meet their ambitions and have a feeling of full support.
Anna Kęsik
Director of Experience of Candidates and Employees

We also support self-enhancement of professional qualifications by employees, through certification, post-graduate studies or the Polish Bank Association standards. We promote activities, inspire one another towards development and recommend specific tools. In communication, we use the internal community devoted to learning and development. We promote digital development activities, while encouraging employees to use external training platforms available online.

Bonuses and promotions

ING Bank employees are entitled to the annual bonus. Each employee is set goals in the following dimensions: performance, Orange Code and stretch ambitions. The amount of variable remuneration is set on the basis of the evaluation of work performed by the given person and organisational unit, considering the Bank results.

Our employees can enrol for internal recruitment procedures. Promotion decision is taken on the basis of objective criteria. The decision is always taken per person, considering how the competences of the individual employee fit the requirements of a given job and the current business needs.

Managerial training courses


In 2017, we launched a global development programme for managers, Think Forward Leadership Experience. Its aim is to deliver knowledge and managerial skills to all leaders of the organisation so that they support with their actions our strategic goals.

The programme concentrates on the following:

  • development of leaders’ self-awareness,
  • team-building skills involving identification of the best features of employees and drawing on them,
  • reinforcement of expected attitudes,
  • strengthening of the cooperation-oriented attitudes and highlighting of the importance of talent development to act effectively.

Persons holding managerial functions may also use the First Class of Management. The programme supports employees in new roles. We also run group and individual development actions for managers at all management levels.

E-learning and multimedia tools

We want our employees to have easy access to diverse and customised training materials. Self-study is often the first step towards taking relevant career-related decisions. That is why we activated a wide array of e-learning training courses. They provide employees with immediate access to effective laws and regulations, e.g. in the compliance area or best practice recommended in everyday work. We employ modern technologies, especially in the knowledge sharing area, such as: chats, webinars and fora. Thanks to diversity of tools, almost each employee took part in at least one development action.

Multimedia sources of information are another form of self-improvement, with the so-called knowledge pills, e.g. presentations, videos and features. In 2015–2017, we offered materials on, inter alia, giving feedback, holding talks with employees, working on goals and performance appraisals, presentations and sales psychology.


Training courses in figures in 2017:

34 training hours
per employee
18 development actions
per employee
of employees took part in at least one (on-site or e-learning) training course during the year

Inspiring meetings

Interacting with inspiring people is a valuable source of motivation, especially to develop soft skills. By organising lectures with specialists – people passionate about their profession – we wish to inspire our employees. In 2017, we focused on the themes of change management and coping with one’s emotions, building continuous dialogue and providing feedback as well as motivation and sources of energy to act. Our guests were: Miłosz Brzeziński and Olga Kozierowska, Vincent V. Severski, Urszula Dudziak.

Assignments and placements for employees

An internal assignment is a well-tried professional development solution. It enables the employee to gain professional experience in another organisational units of the Bank located in Poland or abroad. A development assignment usually lasts from one to three months. Such a solution makes it possible to get to know the work in a given job, but even more importantly, to gain new skills and professional experience.

Participation in internal assignments looked as follows:

in 2016
in 2017

We also offer international assignments which give the employees a chance to develop their knowledge and competence in the international environment. Usually, such assignments last up to 6 months.

Number of employees in foregin offices (length of assignment)

2017 2016 Change y/y
up to 1 year 23 26 -12%
over 1 year 19 19 0%


The highest number of employees travel to the main office of ING Netherlands. Other frequent destinations are Germany, Great Britain, Belgium, Spain, Luxembourg and Italy.

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